Management pocketbooks the business planning pocketbook phần 5 pps

PLANNING PROCESS 2: EXTERNAL ANALYSIS Customers ● Who are they? ● Where are they? ● How do you communicate to them? ● Which are the key segments (Pareto analysis: those that deliver the highest proportion of value)? ● What are their needs and (how) are they changing? ● Who will be the future customers? 42 PLANNING PROCESS 2: EXTERNAL ANALYSIS Regulation ● What are the current regulations affecting your business (there could be several levels of these, eg: national, federal, global)? ● Are you compliant - if not how/when will you be? ● How might they change? ● What are the implications for you? Environment ● How important is this consideration to you, your customers, your stakeholders? ● How will it affect you, eg: - will it change your costs? your suppliers? - are there legal implications? 43 Gap HR IT Sales Distribution R&D Admin Product Marketing Where you want to be Where you are now PLANNING PROCESS 3: GAP ANALYSIS Now look at the external analysis in conjunction with your internal situation, and highlight areas where you are relatively strong and those which need development/action. Prioritise the points by reference to your competition. The higher the priority and the greater the gap, the greater the emphasis on the change. Key points for analysis - difference between where you are and where you want to be indicates development need 44 PLANNING PROCESS 4: ACTION DEVELOPMENT Having identified the gaps, you need to take action to close them. This involves developing those areas where you are weak, and maintaining and enhancing those where you are strong: ● If you identify that your products are deficient, then you must produce a plan to improve existing ones or to introduce new ones ● Where technology is crucial to success you must develop a plan to bring your organisation up to competitors’ levels or, better still, one step ahead ● If your staff have the wrong skills or the wrong training this must be addressed All in the context of the strategic goals, of course. 45 PLANNING PROCESS 5: RESOURCE ASSESSMENT Once you have completed the action development stage, you can examine what resources you will need. The gap analysis will have highlighted some areas, which will have been expanded during the action development. This stage will be specific and will focus on: ● People - management, staff, specialists, external resources ● Fixed assets - plant, machinery, buildings ● IT - hardware, software, linkages ● Distribution - what sort, outlets, remote, agents, electronic ● Finance - the money needed to achieve the plan, high level budget, possible type of finance 46 PLANNING PROCESS 5: RESOURCE ASSESSMENT PEOPLE The key questions to be answered include: Manpower Planning 47 ● How many people do you need? ● What skills do they require? ● What training is required? ● What recruitment is needed, when? ● What career development must be undertaken? ● How will this be managed? PLANNING PROCESS 5: RESOURCE ASSESSMENT FIXED ASSETS Fixed assets are those assets used to produce the outputs: plant, machinery, land and buildings, etc. ● What do we have? ● Are they right? ● What do we need if not? ● Can we dispose of those unwanted? ● Are depreciation levels right? (The type of depreciation chosen can affect corporate results) ● Are we receiving the right rate of return on them (are we ‘sweating’ them)? 48 PLANNING PROCESS 5: RESOURCE ASSESSMENT INFORMATION TECHNOLOGY Nowadays this is critical to almost all businesses. Often in the past IT departments were out of proportion with the organisation, but with increased IT literacy of management this is less so than before. IT must support the business and not be a means to its own end. It should be controlled rigidly by the business. Key questions for inclusion in the IT strategy part of the plan include: ● What do we have? ● Does it support the business? ● What is its life? (IT projects are often measured in years) ● Is it millennium compliant? (Only of relevance until the year 2000) ● Is the plan still going to deliver meaningful IT support to the business? - legacy systems (ageing systems which need to be replaced) - technology obsolescence 49 PLANNING PROCESS 5: RESOURCE ASSESSMENT DISTRIBUTION How products/services are distributed to customers is a critical part of strategic planning, and the following questions need to be considered fully: ● Which distribution channels should we use to maximise product outreach? ● Which do we use currently? ● What are the relative channel costs against their respective returns? ● How do we control channels, eg: the internet, where purchases tend to be driven by price rather than brand, and the product suppliers are just icons, with no direct contact with the customer. ● Which will be the future channels? ● What impact will this have on head office departments? 50 Multi- media Telephone Paper Shop Personal service 3rd party agencies REMOTE FACE-TO-FACE Trend Supplier of Products or Services PLANNING PROCESS 5: RESOURCE ASSESSMENT DISTRIBUTION CHANNELS Distribution channels are changing fast Channels can be remote and face-to-face; each with pros and cons. 51 • PC based • Interactive • ATM’s • TV’s • Touch screens • Human • Automatic • Blend • Brochure • Catalogue • Leaflet • Insert • Flyer • High street • Malls • Shops within shops • Mobile • Man from Pru • Personal bankers • House parties • Brokers • Financial advisers • Warehouses • Agents • Brokers [...].. .PLANNING PROCESS 5: RESOURCE ASSESSMENT FINANCE Finance is the oil of the business engine - without it the firm will grind to a halt The key issue is to maximise capital availability against cost and return Specifically: ● Do we have the right amount of capital for the business plan? ● Is it the right sort - investment v debt; what gearing does it give us? - what is the average cost of funds of the. .. it give us? - what is the average cost of funds of the business (known as the Weighted Average Cost of Capital or WACC)? - what are the implications for payments (dividends v interest)? ● Does the duration of the capital match the expected expenditure and return? Where capital is allocated to all units these questions are of fundamental importance 52 . development/action. Prioritise the points by reference to your competition. The higher the priority and the greater the gap, the greater the emphasis on the change. Key points for analysis. have the wrong skills or the wrong training this must be addressed All in the context of the strategic goals, of course. 45 PLANNING PROCESS 5: RESOURCE ASSESSMENT Once you have completed the. have the right amount of capital for the business plan? ● Is it the right sort - investment v debt; what gearing does it give us? - what is the average cost of funds of the business (known as the